iscover
As burnout becomes one of the biggest challenges in Australian workplaces, the CEO of Workplace Options Australia has revealed the key factors driving this widespread and pressing issue across the nation.
The latest Workplace Options/Centre for Organisational Effectiveness Psychological Safety Study has revealed that 80 per cent of Australian workers are grappling with burnout, cementing it as one of the most significant challenges confronting workplaces across the nation today.
The survey also revealed that Australian employees are now the most stressed in the Asia-Pacific region, experiencing stress an average of around 12 times per day.
Alan King, the CEO of Workplace Options Australia, stressed that while the figures are concerning, “the story behind those numbers is worrying”.
He noted that 64 per cent of employees said stress had “seriously” affected their mental health, while 61 per cent attributed their poor mental health to employers “not managing psychosocial risks well enough”.
Beyond its mental toll, burnout is also taking a relational one, reshaping the way Australians interact with colleagues.
King revealed that bullying and harassment have become the second-most common workplace issue in the country, accounting for one in five reported cases, while general workplace conflict ranks seventh overall.
While many view burnout as simply a matter of fatigue, King emphasised that its impact runs far deeper – draining “engagement, creativity, and authenticity”.
“It’s the quiet undoing of all the things that make work meaningful. Burnout extinguishes sense of purpose and belonging,” he said.
Reflecting on why burnout has become so widespread among Australian workers, King suggested the rise is partly driven by evolving work arrangements – particularly the shift towards hybrid and flexible models.
“Hybrid work made flexibility possible, but also made it harder to switch off. Many people feel like they’re always ‘on’,” he said.
Compounding the challenge, King emphasised that the stigma surrounding mental health continues to weigh heavily on employees, making it even more critical for leaders to focus on psychological safety and wellbeing.
“Unfortunately, 40 per cent of Australian employees still say that stigma for mental health is a source of stress in itself. That tells us more leaders must prioritise the psychological safety needs of their employees,” he said.
“If organisations don’t take psychosocial risks seriously, burnout will define workplace culture.”
Yet there are signs of optimism, with King saying he feels “encouraged” to see “more Australian companies are moving from awareness to action”, as leaders begin “embedding psychological safety and engaging in active listening”.
When it comes to tackling burnout, King believes it requires more than wellness programs or one-off initiatives – it demands a fundamental shift in organisational mindset.
“We need to move from reactive care to a proactive culture. Burnout isn’t an individual weakness; it’s an organisational warning sign for leaders to make changes that prioritise people over process,” he said.
This shift starts with leadership, as King shared that leaders must “create an environment where people can succeed sustainably: where there are realistic workloads, open conversations, and consistent recognition”.
While much of the responsibility lies with organisations, King stated that individuals also play a role in managing their wellbeing, sharing that “it’s about noticing early signs of fatigue, setting boundaries that protect wellbeing, and reaching out before burnout becomes the issue”.
RELATED TERMS
Employees experience burnout when their physical or emotional reserves are depleted. Usually, persistent tension or dissatisfaction causes this to happen. The workplace atmosphere might occasionally be the reason. Workplace stress, a lack of resources and support, and aggressive deadlines can all cause burnout.
